Your users experience it that way around.

The epic list of game mechanics at work in Crossy road, the hit iPad game, might inspire you to gamify whatever you’re working on.

Crossy road is a simple and wonderful game, based on the arcade classic Frogger. It swept the iOS world in November and December. And it’s still sweeping.

There’s nothing to it – just and infinite sequence of roads and rivers to cross until you die. Why is it so compelling? Here’s how they encourage you to keep playing…

Loveliness

You can tell the makers love gaming and loved making their game. It’s ingeniously stylish to look at, and has a great sense of humour. Those are key: if the game was ugly and joyless, the game mechanics alone wouldn’t stand a chance. But the first couple of persuasion/gaming principles are there:

Liking: The game is loveable and it’s easy to be friends with it. We all like hanging out with nice people in nice places.

The halo effect: it’s a lovely looking game – unconventional, stylish and “in”. So that must mean it’s worth spending time with, right?

Goals: Micro and macro

A good game needs a clear goal. It’s one of the key principles of Flow. There are several layers of goal in Crossy road, which will keep you motivated on the time scale of seconds all the way up to weeks.

seconds: get as far as you can in one game

minutes: collect enough coins to buy another avatar

hours: beat your personal best

days: beat your friends via game centre leaderboard (their scores are marked right on the game board so you can see them “in the flow” of the game).

weeks: collect all the avatars

Building your collection

Arguably the uber goal of the game is to build a complete collection of avatars. Collection is great because:

Endowment effect and ikea effect: You feel like you’re building something of your own

Closure: You’re working towards the complete set

Flow: Every time you get one more item you’re making visible progress towards your goal.

In addition, collections multiply the value of each individual gain. Adding one item to your collection makes the whole collection feel new, so you get the feeling of gaining something bigger: an improved collection.

This is the only place where the game attempts to monetise. The authors say that they wanted to take a different approach to monetisation: You can play quite happily without every paying a penny. But if you’re going to spend it on anything, they think you’ll spend it to complete your collection of avatars.

Social

Competition: Yes that leaderboard is a social mechanism. Being best at Crossy road is an important skill and a way to clearly establish your superiority to all your friends. Right?

Social currency: For something awesome to share with your friends, you can record your game play and share it so that the world can witness your finest hour.

Variable rewards

After a pre-determined time (often 6 hours) you get a gift of a random amount of “cents”. You can spend the cents on a random avatar to add to your collection. So we’ve got…

Appointment/incentive to return: Knowing you’ll get another gift in a few hours creates a sort of “appointment” dynamic. Don’t forget to check the game in a few hours time to see if you’ve got a new reward.

Skinner box 1: The cents gift is a variable reward, which means it’s a skinner box. Variable reward is more compelling for longer, than a fixed and predictable reward is.

Skinner box 2: When you collect 100c (usually 1 gift’s worth), you can get a gift from the gift machine, containing a random avatar for your collection. Another skinner box!

Try for FREE, and get a FREE gift

After a few goes, the game gives you a choice of a few avatars that are not in your collection and you can try one for three turns. After 3 turns, you have to “give it back”, or choose to buy it for 69p and get an extra 250c thrown in for free. So we’ve got…

Endowment effect: it’s hard to give back something that you have “owned”. (The power of a free trial).

Power of Free: When you pay 69p you also get 250c for FREE. Dan Arielly fans will know all about the power of free stuff to make people do things they would normally not consider.

Tight game loop

You’re practising a (mostly pointless) skill and there’s that drive to “just try one more time because I was SO CLOSE”, that propelled Angry Birds to the top of the charts. The moment you die you can restart as fast as humanly possible, so that you can stay in the zone and master that skill. It’s that heady mix of dopamine and opiates that keeps us trawling Pinterest or Twitter, looking for info-gems.

In a funny way, each level is a skinner box: Play one more time and you might get lucky and set new personal best.

Packing this many persuasive design techniques into such a simple app is quite impressive. But I have a sneaking suspicion there may be more hiding in there. What have I missed?

If you want to succeed as a digital businesses you need product management. But understanding what product management is, or what a product manager does, can be difficult. I thought a diagram might help.

Tactics will be different in each case. But there are some fundamentals about the process that stay true regardless. So I came up with this.

Three phases, four tracks

All in all there seem to be three phases. They can vary in length and importance, and there are different tactics you can employ in each one. But there do seem to be three. I’ve called them product discovery, ship MVP and grow incrementally.

And in each of the phases, you should be doing some of everything: Designing, planning, building and learning from customers.

What changes from phase to phase is the balance and purpose of the activity on each track.

Want to be “customer-centred?” Instead of designing from a birds-eye view, the simplest change to make is to use journey maps and design each step as the customer would experience it.

On Saturday mornings, we occasionally build mazes for the kids pet hamsters out of Duplo. This is fun for everyone, including the hamsters who get a chance to come out of their cages and stretch their little legs.

As the architects of the mazes, we come up with various features that make the mazes more interesting to us. Rooms full of tasty treats at the end of long and complicated tunnels. We even did an elevator once. Here’s a typical maze…

The hamsters have different ideas. They rarely go for the tasty treats because they are rarely aware they exist. From the their perspective the maze looks like this…

As you can see, it’s pretty hard to tell where the rewards will lie. To the left? Or the right? That’s all the hamster can see. Very often, the hamsters choose to escape from the experience altogether. (It’s amazing how tall you need to build the walls to stop this. That’s a lesson in itself.)

To make a successful maze that the hamster will run around it, we have to appreciate that the hamster can’t see the whole maze at once. They can only live through the experience of it step by step. And if a given step isn’t easy and clearly rewarding, then they won’t take it – even if there’s a mountain of popcorn waiting for them just a little further on.

As Flow has worked with various corporations in South Africa, it always seems to come down to the same key activity: Helping teams think through “what would our customer want to do next”. The simple act of viewing an experience step by step, as a customer would, solves squabbles, uncovers points of pain, and drives out simple new ideas that make things work better for everyone. Without doing this, business units and dev teams tend just to think about the component parts and how to click them together. And customers are faced with fragmented experiences that range from irrelevant to downright bizarre.

The tools I’m talking about are just personas, scenarios, and journey maps here – techniques that are as old as the hills. But they’re still fundamental, and if you do them earnestly and intelligently they make all the difference.

It’s rare to find black women working in technology. So, last week, I was delighted to find myself the only “pale male” on the panel at the Interact2013 UX in Africa discussion.

The other three panelists were women from Kenya engaged in different aspects of UX design.

Left to right… Susan Dray (Panel chair). Shikoh Gitau, who works for Google. Me, Phil Barrett. Kagonya Awari, a UX reseacher at iHub’s UX lab in Nairobi. Edna Chelule who manages design and UX at DSTV.

The panel discussed a couple of interesting points about UX in African Countries:

Traditional culture in Kenya, and elsewhere in Africa, does not foster innovation.

Poor people in Africa want what everyone else wants, but in more affordable formats/portions.

Traditional cultures and innovation

There was general agreement that traditionally, Kenyan culture maintains unquestioning respect for leaders and this can stifle innovation or prevent successful adoption of new ideas like user-centred design.

Shikoh, who has a PhD in HCI and computer science, talked about her experience of that ingrained respectfulness. When her opinion differs from that of a senior person in an organisation, she said, she’ll often have to check herself to make sure she doesn’t just stand down immediately out of deference to their seniority.

Mobolaji Ayoade, from the audience, described a similar issue in Nigeria. His strategy was to voice his opinion clearly and then bide his time. When the leader ignored his advice, and encountered problems, he was around to quietly say “Let’s try it this way instead.”

Kagonya described how the iHub has a very flat organisational structure and this causes amazement and admiration from Kenyans who visit, but it takes a bit of explaining.

Kagonya also told me she believes that respect for authority can cause people across Africa to withhold complaints or feedback about poor service. This is bad for them, but also bad for the growth of UX as a whole. It’s hard for organisations to appreciate a business need for an improved customer experience when no-one complains about the current experience.

Update from Kagonya, after reading this post…

Quick correction: I wouldn’t boldy say that traditional culture does not foster innovation in Kenya, but more specifically traditional office culture. The reason being that culturally, while all Kenyan tribes push for respect for elders, I do not think that this always and therefore results in the hindrance of new ideas. Most communities have avenues where the young can pass on their ideas to the old and by these channels create room for new ideas.

Similarly, “traditional culture in Kenya does not foster innovation” may perhaps be too broad a statement? Maybe, “traditional culture in Kenya and other Africa countries, may hinder innovation”.

Poor people in Africa want the normal stuff

Shikoh and Kagonya agreed that many efforts at seed funding African startups are misguided. Well meaning NGOs and investors want tech projects to tackle the “big” issues – like AIDS for example. But the target users of the technology aren’t interested in that. They tend to be interested in the same things everything else wants, like entertainment, beauty and communication.

Both Shikoh and Kagonya said (slightly flippantly) that they could get venture funding in minutes from well-meaning investment funds, just by putting together a powerpoint slide mentioning Kibera (Nairobi’s largest slum), AIDS and mobile apps. But the product that such a venture would deliver would have little or no impact because people wouldn’t make time for it in their lives – or space on their phones.

As an example of what poor people in emerging markets do want, Shikoh gave the example of Unilever. They market the same face creams to several different market segments. But they make the creams available in small sachets for customers on the tightest budgets.

We talked about South African companies that do an excellent job at making products and services available in formats and at price points that people can afford. PEP’s focus on minimising overhead lets them save several cents per rand on distribution costs relative to competitors. DSTV offers pay as you go pricing. And Mxit offers messaging and photo sharing with minimal data usage – something that its loyal customers really appreciate.

Black, South African UX designers

The panel was great fun and very informative. I just wish there were more black South African UX designers who could have participated. Perhaps South Africa’s newly emerging middle class prefers its young people to study law, medicine or engineering? A shame from my perspective, since design thinking in South Africa is just as likely as any of those disciplines to change life for the better.

We often see marketing teams asking for heaps of information during signup. “How did you hear about us?” “What is your title?” (I’ve seen a title list that included not just Mr, Mrs and Ms, but His Royal Highness and Admiral. I kid you not.)

I appreciate that marketers want to know these things to help them in their jobs. But adding fields will cost you users. So here’s a handy guide to deciding which fields you need to get rid of…

We’re irrational. People like Dan Ariely and Daniel Gilbert have convinced us of that. Irrationality affects us in our roles as entrepreneurs, product managers, designers and developers. And it affects our colleagues too It can lead us to make make poor business decisions and deliver failed user experiences.

I did this talk for a meeting of the SA UX forum. It looks at three patterns of irrationality: loss aversion, the Ikea effect and the identifiable victim effect, and how to work around them to get the best from yourself and your team.

Flow helped MXit create MXit 6: a stylish and easy-to-use new version of their mobile phone software across three types of handset. The project delivered a 25% increase in daily registrations in the first month, to over 60 000 registrations per day.

Delivering a great user experience across the widest range of handsets is key to our strategy. Flow has been an essential part of the process for us. – Juan Du Toit, Head of International Business Development and Marketing.

The Brief: Design a new user experience for MXit on Java, Blackberry and Android devices.

MXit is Africa’s largest mobile social network. It earned this position by offering cost-effective access to messaging, gaming and information services on more than 3000 models of handsets, which include low-end feature handsets.

But the minimalist approach that gave the platform such broad reach tended to make MXit hard to understand for first-time users, and less appealing on smartphones.

So Flow was asked to help create a new vision for MXit, called MXit 6, The aim being to improve the user experience and make it more appealing to more users on more devices.

What we did: Research, concept design and detailed interaction design in an agile software development process.

Registering for a site using Facebook connect, or connecting an app to your Twitter account, asks such scary questions that you could be forgiven for backing out of the process.

Who’s fault is this? I think Facebook and Twitter need to provide a better mechanism for companies like Gowalla and Zynga to explain their privacy policy and how they will really use the power you are granting them. Then again, maybe Zynga is being a bit greedy with the permissions it is asking for.

We’ve seen it in usability tests and we feel it as users. It’s too scary and unless the motivation is sky high. And we ain’t playing.